OUR PLAN ANNUAL DELIVERY PLAN 2022-2023
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GREATER
ANNUAL DELIVERY PLAN 2022–23
MANCHESTER
FIRE AND RESCUE SERVICE
OUR
PLAN
ANNUAL
DELIVERY
PLAN
2022-2023
1
2
GREATER MANCHESTER FIRE AND RESCUE SERVICE
INTRODUCTION
Greater Manchester Fire and Rescue Despite the challenges of the pandemic, we have
Service (GMFRS) is an organisation with made clear progress over the past year which we
are committed to building on in 2022-23. We have
its sights set on the future. continued to progress and implement our plans in
many areas, making great strides and continuing
Throughout 2021, we continued to respond to the
to take forward the objectives in our Fire Plan
impacts of the Covid-19 pandemic with positive
2021-25.
spirit – working hard, looking out for each other,
and protecting those most in need. We have faced
I am enormously proud of everything our Service
significant challenges yet when we pull together,
has achieved since the publication of our first
our Service is a formidable force that can adapt
Annual Delivery Plan (Our Plan), having delivered
quickly and work together as one to overcome
28 of the projects we planned to complete in
those challenges.
2021, with the outstanding four projects carried
over into 2022-23. There remains much to do, and
The world in which we live has witnessed
challenges ahead, but with solid foundations now
fundamental change as a result of the pandemic
in place to build on, we continue to strive to turn
and the last two years have seen huge
our ambitious vision into reality and continue to
adjustments to the way we work. We continue
make a positive difference for the people of
to demonstrate that we can do things just as
Greater Manchester.
effectively and efficiently, using our resources
wisely, but in different and innovative ways,
This is our second Annual Delivery Plan, which
and I am incredibly proud and hugely thankful
demonstrates how we will meet the six priorities in
to all our staff and volunteers for rising to the
the Fire Plan over the next year. This year we have
challenge to support our communities during such
also created a ‘Plan on a Page’, which we hope will
unprecedented times.
provide a simple summary of the key work to be
delivered this year.
Looking ahead, we expect volume two of
the Manchester Arena Inquiry report to be
My plan remains unchanged from day one: 1)
published this year. While we have already made
deliver our statutory core functions extraordinarily
improvements as a Service, we remain committed
well, and 2) deliver an increasingly outward facing
to the inquiry process and to addressing its
Service – our new Framework for Integrated Place
recommendations with an unrelenting resolve
Based Working will provide the catalyst for change
to learn and deliver continuous improvement.
in this area.
We also expect to see the publication of the
Government’s White Paper on Fire Reform, and
We are an organisation building at pace, with
whilst its detail is not yet known, we do know its
serious intent and enormous drive, and in doing
content will be framed around three pillars: People,
so we are defining a new era for our Service, for
Professionalism and Governance.
the communities we serve and our workforce. We
can be confident and optimistic about our future,
Our recent inspection by Her Majesty’s
we have clear direction and purpose, display
Inspectorate of Constabulary and Fire and Rescue
increasing levels of self-awareness and we have
Services (HMICFRS) confirms we are an evolving
momentum, which is vital.
and improving Service and inspectors reported
a positive shift in the leadership and culture of
We all have a part to play in shaping the future of
GMFRS. I am unequivocal in my belief that if we
GMFRS and I am proud of the ambitions that we
get the culture right, most other improvements will
have for our workforce, our communities, and our
closely follow, and that a powerful and empowering
city-region.
culture is, above anything else, a surer route to
organisational success.
Dave Russel
The real return on culture is slowly beginning Chief Fire Officer
to happen because we are starting to get more
deliberate about it – by writing it down, debating
it, taking it apart and putting it back together
differently, which will over time re-write how things
are done around here in GMFRS.
4
ANNUAL DELIVERY PLAN 2022–23
“ There remains much to do and challenges
ahead, but with solid foundations now in
place to build on, we continue to strive to
turn our ambitious vision into reality and
continue to make a positive difference “
for the people of Greater Manchester.
5
GREATER MANCHESTER FIRE AND RESCUE SERVICE
SERVICE AREA OVERVIEW
GMFRS provides a fire and rescue
service from 41 strategically
placed fire stations across Greater
Manchester. The region is split
into five area teams, which are
illustrated on the map below. In
addition to these stations, we
have a Training and Safety Centre,
Training and Development Centre,
Technical Services Centre, and our
Headquarters in Swinton.
HORWICH
The Service is part of Greater Manchester
Combined Authority (GMCA), which is run jointly
by the leaders of the 10 councils, and the Mayor BOLTON
of Greater Manchester Andy Burnham. The Chief
Executive is Eamonn Boylan.
WIGAN
The Mayor is responsible for the overall WIGAN
governance, strategic and financial
management of the Service, and is supported by
Bev Hughes, Deputy Mayor for Policing, Crime, HINDLEY
Criminal Justice and Fire, who oversees GMFRS ATHERTON
on behalf of the Mayor. The day-to-day running
of the Service is undertaken by the Chief Fire
Officer, Dave Russel.
LEIGH
Scrutiny of the Service is provided by the Mayor
and Deputy Mayor, who are themselves held
to account by the Police, Fire and Crime Panel.
The Panel is made up of made up of appointed
councillors from across the Greater Manchester
local authority areas, five Greater Manchester
councillors co-opted directly by the Panel and
two independent members co-opted by the
Panel. They are consulted on the running of the
fire service, including precept proposals, major
strategies, and the allocation of budgets.
6
ANNUAL DELIVERY PLAN 2022–23
RAMSBOTTOM
LITTLEBOROUGH
ROCHDALE
BURY
ROCHDALE
BOLTON NORTH BURY
HEYWOOD
BOLTON
OLDHAM
FARNWORTH CHADDERTON
WHITEFIELD
OLDHAM
BLACKLEY
HOLLINS
SALFORD MOSSLEY
BROUGHTON
AGECROFT PHILLIPS
PARK
STALYBRIDGE
ECCLES SALFORD
MANCHESTER
CENTRAL
ASHTON
GORTON
TAMESIDE
STRETFORD MOSS SIDE
IRLAM
MANCHESTER HYDE
WITHINGTON
SALE WHITEHILL
TRAFFORD STOCKPORT
STOCKPORT
ALTRINCHAM OFFERTON MARPLE
WYTHENSHAWE
CHEADLE
Reproduced from the Ordnance Survey mapping
with the permission of the Controller of her Majesty’s
Stationery Office Crown Copyright.
Unauthorised reproduction infringes crown
copyright and may lead to prosecution or civil
proceedings. 100025293 License No.
7
GREATER MANCHESTER FIRE AND RESCUE SERVICE
OVERVIEW
OF GREATER
57
MANCHESTER
town and
GMFRS city centres
PROTECTS
1.22
MILLION
Internationally renowned
UNIVERSITY
& RESEARCH
households, a quarter of which facilities
are in areas that are in the 10%
most deprived nationally
130
4 squ
miles of railways
743+ 10
residential and commercial
high-rise buildings
motorways
39
62 468
COMAH sites
miles of canals
miles of
Metrolink track
8
ANNUAL DELIVERY PLAN 2022–23
55,000 200+
2.8
MILLION
over 85s (set to increase 70% by 2043) different languages spoken
residents
451,000 551,000
493
uare miles
over 65s (set to increase 31% by 2043)
people living with long-term
health conditions
1000s of acres of moorland
100,000
people receiving disability allowance
we attend
THOUSANDS OF
INCIDENTS MIA
including fires, road traffic collisions, Manchester
flooding and rescues International
Airport
9
Our Mission - Protecting communities, working together,
OUR
PROTECTING
COMMUNITIES.
saving lives
WORKING TOGETHER.
SAVING LIVES.
Our Mission is why we exist and what we are here for. It centres around three
clear elements that are at the heart of our work.
We have always been focussed on saving lives, and now more than ever our
role is about protecting the wider communities we serve and being part of an
integrated city-region that works together for the good of all our residents.
Our Vision - A modern, flexible, resilient Fire and Rescue Service
OUR
A MODERN, FLEXIBLE,
RESILIENT FIRE AND
RESCUE SERVICE.
Our Vision describes what we want the Service to be and how we want our staff
and the public to see us.
Our values set out what we believe in. They are the qualities we believe are the
most important to us and describe the expectations the public have of us and
that we have of each other. They set the standards our communities deserve and
the way we should interact with one another across all levels of the Service.
Our focus is on driving change across the Service, leading our people and the
behaviours we value to create a diverse and inclusive workforce, and building a
culture of trust, respect and accountability.
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ANNUAL DELIVERY PLAN 2022–23
Striving to develop, to ensure our
contributions make our Fire and Rescue
Service the best it can be
Committed to creating and maintaining
an open and truthful environment,
which is fair and consistent
Removing barriers to participation to
promote a truly representative service,
using diversity to benefit us all
Demonstrating a positive attitude and
commitment, to deliver a high-quality
service and take pride in our role
Supporting, involving and listening to
others, showing dignity, consideration
and empathy
11GREATER MANCHESTER FIRE AND RESCUE SERVICE
EQUALITY, DIVERSITY
& INCLUSION
GMFRS serves one of the most culturally Our recent HMICFRS report recognised the
diverse areas in the UK with people progress we have made since our previous
inspection. We were graded Good at looking
coming to live, work and study here after our people, an improvement from our
from all over the world, and a Service previous inspection. The report also highlighted
that reflects the population it serves is innovative practice following the introduction of
far more effective at engaging with and our Freedom to Speak Guardian initiative and
the significant improvements we have made
helping its communities.
ensuring fairness and promoting diversity. In this
area our grade moved from Inadequate to Good.
Our Equality, Diversity, and Inclusion (EDI) Strategy (HMICFRS Inspection Report 2021).
sets out our commitment to continually develop
an inclusive culture where people bring their Our key focus during the next year will be to build
whole self to work, and we have been focused on on the achievement of 2021-22, whilst further
delivering this. Since launching our first strategy progressing priorities around Our Communities
in 2019, we have made significant progress in and Our Partners to strengthen relationships
strengthening our organisational culture and both internally and externally. We are committed
promoting diversity and inclusion. to building on these foundations, and whilst
we acknowledge there is still much more to do
Our recruitment activities have seen real progress, to make a lasting difference, we will continue
with almost 40% of our most recent firefighter to make changes across the organisation,
candidates recruited from an underrepresented engaging with staff and our communities as we
group. As we continue to understand the move forward together.
perspectives and needs of everyone in Greater
Manchester, we can deliver better services We maintain a firm commitment to deliver the
and respond more effectively to our diverse objectives below, ensuring EDI is embedded and
communities. We also want to support diversity of mainstreamed across the Service.
thinking and creative solutions by recruiting people
from different backgrounds
who challenge majority held views.
As well as recruiting from across all our
communities, it is also essential we retain a diverse
workforce, by creating an inclusive culture.
Our staff networks have gone from strength to
strength, driven forward by our senior leaders who
are engaged and involved sponsors, supporting
the networks and working with staff with protected
characteristics to ensure their voices are heard.
We understand the power of listening, and through
our Freedom to Speak Up initiative we will ensure
all staff have a voice that is listened to, and good
practice continues to be embedded.
We have expanded our EDI training and
development opportunities for staff through
e-learning and webinars, enabling us to involve
more staff in training and EDI sessions than
previously possible. This year will see us deliver
face-to-face ‘inclusive culture’ training across our
workforce as we increase our commitment
to quality EDI training.
12ANNUAL DELIVERY PLAN 2022–23
Objective 1:
Our Organisation – We will continue to
embed an inclusive culture where people
bring their whole self to work. Inclusion is
central to our way of working, embedded in
all behaviours, cultures and practices. We
recognise the moral basis for inclusion and
how delivery of this strategy and associated
toolkits strengthens the culture of our
organisation.
Objective 2:
Our Workforce – We will work towards a truly
diverse workforce and service provision that
reflects all our communities. We will value,
respect, and embrace difference for all our
employees, volunteers, and young people –
enabling everyone to recognise the benefits
that EDI brings to our Service.
Objective 3:
Our Partners – We are committed to working
with partners to align our EDI vision across
services, ensuring all sectors are invited to
take part, with an emphasis on integrated
local services.
Objective 4:
Our Communities – We will ensure that
marginalised and diverse communities
are consulted, engaged, and represented
when relevant. To continually improve our
knowledge and understanding of people and
places – aspiring to be an employer of choice
for people and improving safety across all our
communities.
Objective 5:
Measuring Success – We are committed to
recognising our progression through local
and national equality standards. Through this
quality assurance process, we can measure
our work and plan for the future to ensure
continued improvement and strive to be the
best we can be.
13GREATER MANCHESTER FIRE AND RESCUE SERVICE
STRATEGIC IMPROVEMENT
PROGRAMME
Last year’s Annual Delivery Our plans are ambitious and will fundamentally
Plan introduced our refreshed change the way we work. They will help us become
a more efficient and effective service, and ensure
Improvement Programme, which we are better equipped to meet both our current
focused on progressing and investing and future priorities.
in our Service, whilst enabling us
to deliver against key elements of With increasing pressures on budgets, it is more
the HMICFRS improvement action important than ever that we focus on the things
plan. We have made great strides that matter most, and our six strategic priorities
ensure we achieve the best use of our limited
in delivering against these priority
resources. Each of these priorities fall under one
improvement programmes over the of our five pillars: Our Role, Our Communities,
last 12 months and this document Our People, Our Future, Our Partners. Together
sets out our plans for 2022-23. these pillars become Our Plan.
Strategic Priorities
1. Provide a fast, safe, and effective response
2. Help people reduce the risk of fires and other emergencies
3. Help protect the built environment
4. Use resources sustainably and deliver the most value
5. Develop a culture of excellence, equality, and inclusivity
6. Integrate our services in every locality with those of partner agencies
14ANNUAL DELIVERY PLAN 2022–23
15GREATER MANCHESTER FIRE AND RESCUE SERVICE
OUR PLAN
Annual Delivery Plan 2022-23
OUR MISSION: Protecting communities, working together, saving lives
PRIORITY 1: Provide a fast, safe, and effective response
• Introduce our new Response Strategy.
• Implement learning from the Manchester Arena Inquiry.
• Implement a Service-wide MTA capability.
• Put our Fire Cover Review on a three-yearly cycle starting this year.
• Introduce a Wildfire Burns Team.
• Implement a new fitness policy.
• Introduce six new fire engines, a Scorpion vehicle, and 15 electric/hybrid vehicles.
PRIORITY 2: Help people reduce the risk of fires and other emergencies
• Introduce our new Prevention Strategy and Education Framework.
• Embed our new Home Fire Safety Assessments and deliver 28K visits.
• Launch a refreshed Firesetters programme and introduce
an adults’ programme.
• Develop a plan to expand our Prince’s Trust
and Fire Cadet programmes.
PRIORITY 3: Help protect the built environment
• Introduce our new Protection and Business Engagement strategies.
• Plan for the introduction of the new Building Safety Regulator.
• Develop a strategy to further reduce attendance at AFAs.
• Pilot training for crews to do protection audits in low-risk premises.
• Continue to implement learning from the Grenfell Tower Inquiry.
• Implement a new Operational Intelligence Policy and Guidance.
OUR VALUES: Excellence Honesty Inclusive
16ANNUAL DELIVERY PLAN 2022–23
OUR VISION: A modern, flexible, resilient fire and rescue service
PRIORITY 4: Use resources sustainably and deliver the most value
• Introduce our new Efficiencies and Productivity Plan and deliver efficiencies of £788k.
• Implement an intranet for GMFRS.
• Complete works at Littleborough fire station and Bury TASC.
• Start building a new community fire station in Blackley.
• Implement a station refresh programme investing £2M.
• Complete carbon reduction schemes at five fire stations.
PRIORITY 5: Develop a culture of excellence, equality, and inclusivity
• Implement our new EDI and Talent Management strategies.
• Launch a new Promotion Pathway and Leadership Development Framework.
• Deliver a Frontline Leaders’ course for new Crew Managers and equivalent.
• Strengthen our Engaged Leaders’ programme and implement
a Cultural Sounding Board.
• Continue to build an increasingly diverse workforce.
• Launch our improved Employee Rewards and Recognition Framework.
PRIORITY 6: Integrate our services in every locality with those of partner agencies
• Introduce our new Framework for Integrated Place Based Working,
including a pilot in Wigan.
• Continue to support the Local Resilience Forum.
• Create a three-year plan for blue light collaboration.
• Launch leadership development and mutual mentoring programmes.
• Support a Greater Manchester Water Safety Summit.
• Re-define our role within the Safer Roads Partnership.
Professionalism In Our Role Respect
17OUR ROLE 18
ANNUAL DELIVERY PLAN 2022–23
PRIORITY 1:
PROVIDE A FAST, SAFE,
AND EFFECTIVE RESPONSE
GMFRS Change Priority:
Investing in frontline delivery
This year we will...
• Introduce a new Response Strategy 2022-25, • Implement a new Occupational Health and
which will provide a strategic framework to Safety Management System to meet the
deliver continuous improvement in respect of standards of ISO 45001 accreditation.
Priority 1. • Deliver media training to operational officers.
• Implement recommendations and learning • Procure and implement a new Accident
from the Manchester Arena Inquiry. Reporting System that will streamline current
• Implement a new Operating Model for how we processes and more easily identify trends and
respond to a Marauding Terrorist Attack. learning opportunities as a result of accidents,
injuries, and near misses.
• Complete the programme of investment at our
Training and Safety Centre, which will include • Commence our replacement programme
a state-of-the-art Incident Command and to modernise our non-emergency vehicles,
Leadership Development Academy, improved supporting the transition to electric / hybrid
BA training and welfare facilities, an indoor with the introduction of 13 electric vehicles and
rescue from height and line rescue training two hybrid vehicles.
facility and a gymnasium to support staff • Continue to undertake research and
fitness and wellbeing. development into emerging tactics and
• Conclude the Special Appliance Review, technologies to develop approaches and
implementing recommendations in relation procedures that support operational crews in
to Aerial Appliances, Water Rescue Units and dealing with electrical vehicle fires.
Technical Rescue Units.
• Enhance our capability to respond to wildfires
through the introduction of a Wildfire Burns
Suppression Team based at Littleborough Fire
Station and the purchase of two Polaris Ranger
all-terrain vehicles.
• Enhance our firefighting capabilities by
investing in six new fire engines and a high
reach extendable turret (HRET) ‘Scorpion’
vehicle.
• Undertake a review of our Emergency Fire
Cover arrangements, to ensure we have the
right resources in the right places to provide an
efficient and effective response.
• Develop a new fitness framework to help
support, maintain and improve firefighter
fitness alongside greater investment in new
station-based fitness equipment and facilities.
19OUR
COMMUNITIES
20ANNUAL DELIVERY PLAN 2022–23
PRIORITY 2:
HELP PEOPLE REDUCE THE
RISK OF FIRES AND OTHER
EMERGENCIES
GMFRS Change Priority:
Improving and enhancing
our Prevention and Youth
Engagement delivery
This year we will…
• Introduce our new Prevention Strategy 2022-
25, which will provide a strategic framework to
deliver continuous improvement in respect of
Priority 2.
• Embed our new Home Fire Safety Assessment
(HFSA) service and deliver 28,000 HFSAs to
those who are most at risk.
• Introduce a new Prevention Education
Framework that targets at risk groups of
all ages accessing prevention education
programmes at Bury Training and Safety
Centre and other locations.
• Trial the use of current technologies and
media platforms utilised to deliver prevention
activities and interventions e.g. virtual HFSA
visits and interactions.
• Review existing prevention messaging and
post-fire activities, to develop a tailored
delivery model that helps keep people living in
flats safe.
• Introduce an updated Firesetters programme,
with a refreshed offer for young people and
work in collaboration with GMCA and Probation
Services to pilot a workstream for an adult
programme.
• Explore opportunities to further expand our
Prince’s Trust programme to help improve
the economic prospects of young people in
Greater Manchester.
• Develop a new model to introduce a Fire
Cadets scheme to support the development
of young people.
21GREATER MANCHESTER FIRE AND RESCUE SERVICE
PRIORITY 3:
HELP PROTECT THE
BUILT ENVIRONMENT
GMFRS Change Priority: GMFRS Change Priority:
Improving and enhancing Protecting the Built
our Protection delivery Environment
This year we will… This year we will…
• Introduce our new Protection Strategy • Continue to implement and assure the
2022-25, which will provide the strategic learning from Phase One of the Grenfell
framework to deliver continuous Tower Inquiry (and Phase Two upon release)
improvement in all aspects of our work and adapt to legislative changes.
to support businesses, partners, and our
• Launch the new Operational Intelligence
communities.
Policy and Guidance documents to support
• Introduce a comprehensive Business delivery of a bespoke training package
Engagement Strategy that ensures for operational crews to support their
we deliver themed events to educate understanding of risks relating to different
businesses to meet their legal requirements building types.
and improve the way we engage.
• Agree a Memorandum of Understanding for
supported housing with Greater Manchester
Health and Social Care Partnerships, local
authorities, and providers, to support a
consistent and effective approach to the
management of fire safety responsibilities.
• Develop and pilot accredited training to
equip operational crews to provide advice
to businesses and undertake Fire Safety
Checks in lower risk premises.
• Build capability and capacity internally
and with stakeholders to prepare for and
implement legislative change in a way that
delivers enhanced safety for the public.
22ANNUAL DELIVERY PLAN 2022–23
23OUR FUTURE 24
ANNUAL DELIVERY PLAN 2022–23
PRIORITY 4:
USE RESOURCES SUSTAINABLY
AND DELIVER THE MOST VALUE
GMFRS Change Priority: GMFRS Change Priority:
Ensuring financial Re-investing for
sustainability the future
This year we will… This year we will…
• Introduce our new Efficiencies and • Implement a new and improved intranet
Productivity Plan 2022-23, which will provide tailored for GMFRS.
the strategic framework to deliver continuous
• Increase the use of multimedia and video
improvement in respect of Priority 4.
conferencing equipment on fire stations for
• Deliver financial efficiencies of £788K by staff training, engagement activities and
identifying savings opportunities across community partnership working to improve
areas of the Service to meet the required communication, accessibility, and productivity.
efficiency target.
• Collaborate across a significant number
of Greater Manchester’s public sector
GMFRS Change Priority: organisations to implement the new single
network infrastructure – ‘GM One Network’.
Investing in our buildings
This year we will… GMFRS Change Priority:
Environmental sustainability
• Continue to implement our Estates
Programme, specifically we will:
This year we will…
- Complete the extension and
refurbishment works at Littleborough • Implement our Sustainability Strategy:
Community Fire Station.
- Continue to deliver our commitments
- Complete our investment programme at to support the new GMCA Sustainability
Bury Training and Safety Centre. Strategy 2022-26.
- Commence building a new community - Complete our carbon reduction schemes
fire station at Blackley. at Horwich, Wigan, Rochdale, Ashton, and
• Commence our Station Refresh Programme Bury fire stations to reduce the carbon and
by investing £2m across our fire stations, energy consumption.
which will include updating internal and - Invest in our electric vehicle charging
external decoration, new flooring, gym infrastructure through the installation
upgrades, and improved welfare facilities. of 15 dedicated fast/rapid charging facilities
• Continue to explore opportunities for co- at key sites.
location across our estate, specifically - Improve carbon literacy across the Service
working with our blue light partners. to help tackle the climate emergency by
delivering online workshops that cover the
basics of climate change, the impacts and
our role in tackling it.
25OUR PEOPLE 26
ANNUAL DELIVERY PLAN 2022–23
PRIORITY 5:
DEVELOP A CULTURE OF
EXCELLENCE, EQUALITY,
AND INCLUSIVITY
GMFRS Change Priority: GMFRS Change Priority:
Investing in our people Recruitment and
apprenticeship
This year we will…
This year we will…
• Introduce our new EDI Strategy 2022-25, which
will provide the strategic framework to deliver
further improvements in respect of Priority 5. • Implement the new Talent Management
Strategy by delivering the Promotions and
• Further develop and embed our leadership Leadership Development Frameworks and
development programme across all levels embedding Personal Reflective Appraisals
aligned to the NFCC Leadership Framework across the organisation.
and set out our leadership development
offer for supervisory, middle, and strategic • Continue to build and retain a diverse
management levels. workforce through effective attraction,
recruitment, and retention activities
• Implement our new ‘Frontline Leaders’ course delivering against the new GMFRS
for supervisory managers. Attraction Strategy 2022-2025.
• Commence work with the National Fire Chiefs
Council on a direct entry scheme at middle
manager level.
• Review and expand our current reward and
recognition framework offering across the
Service, demonstrating how we value and
recognise employees for their contributions.
• Continue to embed the Core Code of Ethics
through education and the introduction of a
decision-making framework, based on the five
ethical principles of the core code and aligned
to our values.
• Build on the concept of the Cultural Sounding
Board to introduce a forum for all frontline staff
to actively contribute towards organisational
decision-making and change initiatives to
influence our cultural journey.
27OUR
PARTNERS
28ANNUAL DELIVERY PLAN 2022–23
PRIORITY 6:
INTEGRATE OUR SERVICES IN
EVERY LOCALITY WITH THOSE
OF PARTNER AGENCIES
GMFRS Change Priority:
Partnership working
This year we will…
• Introduce our new Framework for Integrated
and Place Based Working 2022-25, which
will provide a strategic framework to drive
continuous improvement in respect
of Priority 6.
• Work with partner agencies to pilot innovative
solutions through assistive technologies, such
as cooker cut-off devices, heat detectors, and
interlinked alarms, based on individual risk, to
assist in the prevention and detection of fires.
• Enhance our contribution to the Local
Resilience Forum, through a dedicated
resource, embedding the principles of JESIP at
all levels to support an effective multi-agency
response.
• Enhance blue light services collaboration to
improve service delivery and provide greater
value, through initial areas of focus including
leadership and development, recruitment,
estates, and operational opportunities.
• Support the multi-agency Greater Manchester
Water Safety Summit 2022 and contribute to a
new Greater Manchester Water Safety Strategy.
• Increase our delivery of road safety education
through collaboration with the Safer Roads
Greater Manchester partnership, utilising
intelligence to ensure a targeted approach.
• Develop a pathway to enable members of the
public and community groups / leaders to
communicate directly with our fire stations.
• Work with GMP to launch leadership and
mutual mentoring programmes to ensure staff
from underrepresented groups realise their
full potential and support diverse talent at all
management levels.
29GREATER MANCHESTER FIRE AND RESCUE SERVICE
CHALLENGES AND
OPPORTUNITIES
Our communities and the environment Built Environment
in which we live are constantly Greater Manchester is one of the fastest growing
changing. There are a number of new regions for both housing and commercial
and ongoing challenges facing Greater development. The Places for Everyone strategy
sets out a plan for 165,000 new homes over the
Manchester that are likely to have an
next 15 years, of which 100,000 are planned to be
impact on the services we provide. flats with many likely to utilise modern methods of
construction.
Despite the unprecedented challenges of the
COVID-19 pandemic, we have continued to deliver The scale of the failures identified in the design
vital services to our communities and we will and construction of buildings following the fire
continue to do so. To ensure we can prevent the at Grenfell Tower in 2017 has affected residents
worst from happening or be fully prepared to in Greater Manchester. There are currently 550
respond should we be called, we need to be aware occupied high-rise residential buildings with over
of any new threats to our communities or our a third having identified serious fire safety defects
workforce, as well as new opportunities to improve. since 2017 and 145 currently operating a temporary
simultaneous evacuation strategy to ensure
Manchester Arena Inquiry residents’ safety.
Following the horrific terror attack on the The risks in the built environment have been seen
Manchester Arena in May 2017, the Kerslake in significant fires including the Lighthouse in 2017
Review, commissioned by the Mayor of Greater and 2020, and The Cube in Bolton in 2019, which
Manchester, made a number of recommendations saw large parts of the building destroyed by fire.
for the emergency services, Government, and
others. As part of our commitment to learning and High-rise buildings, new construction methods and
improving, we have worked hard to implement limited access for fire appliances, particularly in
these recommendations, including revision of our relation to new housing developments, mean we
protocols with North West Fire Control (NWFC). need to fundamentally change how we approach
an incident and deliver the training our firefighters
More recommendations for the emergency need to do their job safely and effectively.
services are likely to arise from the public inquiry
and we are clear in our commitment to learn from We have developed procedures to manage
these and implement this learning as a priority. emergency evacuations of buildings that
demonstrate signs of failure in the event of a
Terrorism fire and these are tested through large-scale
exercises. However, the evacuation of large
We respond to all foreseeable fire and rescue
numbers of people whilst dealing with a rapidly
related risks and this extends to terrorist incidents
developing fire requires significant resource and is
irrespective of the nature of an attack. A key area
complex and challenging, therefore this cannot be
of focus for our Service is to ensure our response
seen as a solution to the extensive defects being
to all forms of terrorist attack is as effective
identified in buildings.
and resilient as possible. Following positive
collaboration with the Fire Brigades Union, we are
Learnings and best practice from incidents
implementing a new, long-term capability that
continue to be used to ensure we are prepared
will ensure all firefighters are trained and all fire
and able to effectively respond to fires in an
appliances fully equipped to respond safely and
increasingly complex environment.
effectively to a terrorist incident, including mass
casualty rescue or marauding terrorist attack
(MTA). Covid-19
Covid-19 has profoundly affected the UK. With
Our officers are continually linked in with national lockdown restrictions having eased and a cautious
and regional Counter Terrorism Policing (CTP) and and gradual return to a more typical way of life,
local planning is undertaken with CTP Northwest, GMFRS remains alert and ready to adapt to
which is consistent with local planning and the unexpected and unprecedented challenges.
National Security Risk Assessment.
30ANNUAL DELIVERY PLAN 2022–23
The pandemic has resulted in many changes for HMICFRS
our Service, particularly in the way we have worked
Our latest HMICFRS report highlighted that our
to ensure that our staff, partners, and the public are
Service has made significant progress in terms of
protected, and our buildings are all Covid-secure.
EDI and our values have been well promoted to our
There have been many challenges, but also
colleagues.
many positives, particularly in the way we have
responded. The most significant change is how
We need to ensure all our leaders model our values
we have used our digital infrastructure to enable
and launch a process to identify, develop and
agile working, allowing staff to carry on delivering
support high-potential staff and aspiring leaders.
services, supported by a range of procedures to
HMICFRS said we are effective at assessing risks
keep people safe.
in our communities, responding to emergencies,
and that we have adopted new and innovative
We have continued to respond effectively to
ways of working. It also noted that we adapted our
incidents and our Prevention and Protection teams
prevention activities due to the pandemic, but that
have provided support and guidance to vulnerable
we need to improve how we use our resources and
residents and building owners. Our incredible
record risk information. We have also made great
staff and volunteers have also stepped up to help
progress in addressing concerns regarding the
partner organisations when they needed it most,
sustainability of our MTA capability and this will
with almost 16,000 hours of volunteering delivered,
continue to be an area of focus this year.
supporting the contact tracing project, vaccination
centres, community engagement activities and
Our activities to address areas of improvement
working with Local Resilience Forum partners to
identified in the inspection report will be delivered
help our city-region deal with the impacts of the
as part of our improvement programme. Alongside
pandemic.
this is the review of our level of compliance against
the new Fire Standards, published by the Fire
The long-term effectiveness of vaccinations
Standards Board to ensure any gaps identified are
against Covid-19 and other viruses is not yet known
addressed and compliance met.
and it is likely that cases will continue to rise. It
is also possible that immunity to the virus will
decrease over time, potentially resulting in more Workforce
severe illnesses, but we will ensure appropriate Our workforce is our most valuable asset
measures are in place to manage this in terms of and a successful public service reflects the
both Service resilience and the protection of our communities it serves and engages effectively
staff. with its workforce. To deliver our plans, we must
have the right people with the right knowledge,
Climate Emergency skills, and behaviours in the right place at the right
time. Improvement in services is brought about
Over the last decade, the effects of extreme
through people and we want to ensure we use
weather, such as the moorland fires and the
our workforce in the most efficient and effective
flooding experienced across the UK, have
manner possible, and continue to develop a culture
demonstrated the impact on all emergency
that is supportive, inclusive, and driven forward by
services of the changing climate.
inspiring leadership.
As climate change continues, the impact on fire
We are committed to supporting our existing staff
and rescue services will increase. We must adapt
and identifying emerging talent, whilst building
now, ensuring we have the necessary measures in
a workforce that is capable and flexible enough
place to effectively respond, and reduce our own
to respond to risks across the communities of
impact on the environment.
Greater Manchester.
We use learnings from major incidents, such as
Our Learning and Development Strategy sets out
wide-area flooding and moorland fires, to build
a transparent and coherent training offer for all
on good practice and identify opportunities
our staff, providing training plans to ensure staff
to improve. To develop our capability we have
understand and acquire the skills they need to
introduced a Wildfire Burns Suppression Team,
successfully do their job.
along with investment in new vehicles and
equipment specifically designed to deal with these
The challenge of attracting, recruiting, and
incidents and the challenging terrain where they
retaining staff has been a key feature of our
occur, allowing fires to be brought under control
previous plans, and our ambition is to continue to
and dealt with more quickly.
improve how we attract and develop talent within
our Service to ensure a consistent approach.
Recent policy developments are driving a range of
changes, including:
31GREATER MANCHESTER FIRE AND RESCUE SERVICE
• Continuing our positive attraction strategy to Working with our partners, we can collaborate more
attract and recruit a diverse workforce. effectively through technology. The introduction of
Multi Agency Incident Transfer (MAIT) will enable
• Supporting the management of talent through
mainly category one emergency responders
developing and implementing progressive
to interact seamlessly through control rooms.
and inclusive promotion and leadership
MAIT will enable incident information to be sent
development frameworks.
to one or many emergency services in a secure
• Introduction of hybrid working arrangements. and reliable way. It will improve data sharing and
the standardisation of data and be the basis of a
• Expanding our health and wellbeing support.
‘common operating picture’ to allow better shared
• Implementing refreshed Personal Reflective situational awareness.
Appraisals across the workforce as a building
block for personal development and growth. The risks that our communities across Greater
Manchester face are constantly changing and
• Continuing to engage with our workforce we recognise the importance of investing in our
in a variety of ways including staff surveys, firefighters to ensure they are well-equipped to
Engaged Leaders sessions and leadership deal with the wide variety of incidents they
video updates. respond to.
• Improving performance management through
refreshed policies and support for managers. Our state-of-the-art training facilities at our
Training and Safety Centre demonstrates the
commitment of the Service to deliver the highest
To deliver these challenges we need to continue possible standards of training in the best facilities
to work effectively and efficiently, collaborating available to support our role in keeping our
with partners and other blue light agencies. We will communities safe.
support the workforce to deliver the best service
they can and enable our managers to manage The facilities have been designed to immerse
effectively while supporting our staff with the firefighters in real-life operational situations
knowledge, skills, and confidence to operate in making them better equipped to respond to any
a dynamic environment. incident. The centre uses innovative technology
and real-life scenario sets, ranging from serious
White Paper motorway collisions to dealing with building fires
and chemical incidents.
This will set out the Government’s new Fire
Reform agenda. It is believed the paper will seek
Our most recent developments on this site
to make changes to governance, firefighter pay
include a new Incident Command and Leadership
negotiation mechanisms, and firefighter role
Development Academy due to be completed in
maps. We will continue to monitor these potential
September, providing a fully immersive experience
changes and respond effectively to any threats and
to those taking part in incident command training
opportunities they create.
and assessments. Using virtual reality technology
with pod-style rooms to fully immerse our staff
Technology and Innovation into scenarios and training exercises, this will make
The Fire Plan commits to researching and applying GMFRS one of the best places in the UK to develop
innovative technology and techniques to ensure in all areas of Incident Command and multi-agency
our fire appliances, resources and protective working. We are also introducing an indoor working
equipment continue to keep our communities and at height and line rescue training building, which
firefighters safe. will be the first of its kind in the UK, enabling us to
deliver first class training in this area.
Innovative technology has always been an
important part of how we deliver our services
and we will continue to embrace innovation and
emerging technologies across all our activities,
ensuring we engage effectively with staff to trial
and develop solutions that improve our agility,
operational capabilities, and awareness.
We have instigated a review of our strategic special
appliances, which will result in the procurement
of a range of specialist appliances to develop
our capability through consideration of new
technologies.
32ANNUAL DELIVERY PLAN 2022–23
33GREATER MANCHESTER FIRE AND RESCUE SERVICE
COMMUNITY RISK
MANAGEMENT PLANNING
Our integrated risk management Risk Modelling
planning activities help us to We continually review and refine the techniques
understand the risks facing our we use to measure and predict risk by looking
communities and how we can safely at a wide range of possible influences, and we
will continue to do this to evolve our approach.
and effectively respond to them. The
We use a variety of tools and data including our
Fire and Rescue National Framework own emergency incident data; Index of Multiple
2018 places statutory responsibility on Deprivation, Experian’s MOSAIC; the national
GMFRS to ensure we identify and assess Census 2011, and national fire statistics to identify
the risks facing our communities and areas, people, or buildings most at risk.
constantly evolve to respond to these Every year we produce a base risk model that
effectively. provides an area-based view of fire risk across
Greater Manchester. This is calculated for small
Our Annual Strategic Assessment of Risk (SAoR) geographical areas known as Lower Super Output
supports the process by considering all potential Areas (LSOAs) and uses historical fire and casualty
and foreseeable risks and ensures our planning, data, and deprivation data to grade each area low,
policies and decision-making is focused on risk medium, high, or very high risk. The first iteration
and how mitigate them. This document details and was produced in 2013/14, and as can be seen in
analyses a wide range of information, providing the two maps, fire risk across Greater Manchester
an evidence base to support our decisions, has reduced, predominantly driven through our
allocate resources appropriately and inform the prevention and protection activities.
development of our Fire Plan and Annual Delivery
Plan. Borough management teams use this information
to help assess and review the risks in their own
areas. Along with local knowledge. This assists in
How We Manage Risk the development of action plans that continue to
Greater Manchester is becoming increasingly mitigate these risks. This process informs parts of
more diverse in terms of the composition of our Community Risk Management model, ensuring
our different communities, and more complex we effectively plan and direct our resources, to
regarding vulnerabilities. We know that fires and focus our prevention and protection activities,
other emergencies are not completely random but campaigns, and initiatives towards those most
are influenced by a number of factors including at risk.
economics, environment, lifestyle, health, age,
behaviour, education, and location. Whilst we
cannot predict precisely when and where incidents
will occur, we can identify trends and patterns.
To develop our plans, we first need to understand
the risks to people, property, and the environment
and our SAoR enables us to create an accurate
picture of the potential threats facing our
communities. Utilising all available data, we use
analysis and modelling techniques to determine
the level and type of risk within our station and
borough areas.
Combined with local knowledge and experience,
this information is used to plan our future activities,
and match our resources to risk reduction and
mitigation ensuring we have the right people in the
right place with the right training and equipment at
the right time to deliver our prevention, protection
and response activities.
34ANNUAL DELIVERY PLAN 2022–23
Risk model maps
RO CHDALE
BURY
BO LTON
O LDHAM
W IGAN
SALFO RD
TAM ESID E
M AN CH ESTER
TRAFFO RD
Risk Model 2013/14 STO CKPO RT
Very High
High
M edium
Low
RO CHDALE
BURY
BO LTON
O LDHAM
W IGAN
SALFO RD
TAM ESID E
M AN CH ESTER
TRAFFO RD
Risk Model 2022/23 STO CKPO RT
Very High
High
M edium
Low
35GREATER MANCHESTER FIRE AND RESCUE SERVICE
Community Risk
Management Model
Our Community Risk Management Model gives
us a greater understanding of the specific risks
each community faces and provides a process
to generate risk-based and sustainable plans by
considering a range of information.
Using this model we can:
• More effectively target prevention work at the
most vulnerable to prevent incidents from
happening.
• More effectively target protection work at the
buildings that most require improvement.
• Locate our resources where they are needed
most so that when we do respond, we can do
so as quickly and effectively as possible.
Stage 1: Stage 2: Stage 3:
Assessment Thinking/Analysis Implementation
Local Area/station
Area/station
Knowledge based risk
based plans
analysis
Prevention Prevention
analysis plans
Annual
Fire Plan
Delivery Plan
Strategic Protection Protection
Assessment analysis plans
of Risk
Response Response
analysis plans
Partnership Operational resources,
Professional
Model & Data training and
Judgement
Sets capabilities
36ANNUAL DELIVERY PLAN 2022–23
OUR FINANCES
As a public service we are committed During 2021-22 we achieved our savings target
to ensuring tax payers money is of £2.857m, and we are working hard to identify
further efficiencies. We have a savings target of
spent efficiently. We work hard to £1.5m to be delivered over the next two years,
ensure we deliver efficiencies without with £788k of this during this year.
compromising on the quality of the
services we deliver to our communities. We are committed to investing in our Service
and over the next year we have allocated
We are funded from our share of council tax, £22.1m capital investment requirements for our
central government including specific grants, and buildings, vehicles, and equipment.
business rates. Our total net budget for the Service
is £119.5m, and as part of our budget management
we produce a Medium Term Financial Plan (MTFP),
setting out how we plan to manage our finances.
Our MTFP is reviewed annually, and our current plan
was approved by GMCA in February 2022.
Our MTFP recognises the financial pressures we
face, with uncertainty over future funding levels,
increased pension costs, and the ongoing impact
of the pandemic. In addition, there may be future
operational burdens and additional requirements
arising from the Manchester Arena Inquiry and the
Grenfell Tower Inquiry.
How we spend our money
Total Budget - £119.5m (£000s)
Employees £92,354
Premises £5,478
Transport £2,160
Supplies and Services £8,732
Support Charges £7,848 TOTAL BUDGET
External Income -£3,968 £119.5m
Capital Financing £1,692
Transfer to Reserves £5,245
37GREATER MANCHESTER FIRE AND RESCUE SERVICE
OUR RESOURCES
We manage risk through our teams
delivering Prevention, Protection and
Response activities. To ensure we make
the best use of our resources we use a
range of professional support service
roles such as finance, human resources,
health and safety, operational and
D
1
technical support, and other business HORWICH
support functions. This support is Wildfire Unit
provided through a mixture of dedicated
BOLTON
fire resources, those available to us
WIGAN
through GMCA, and a combined fire
control centre that we share with three WIGAN
other fire and rescue services. 2
1
We operate two crewing systems. Our wholetime HINDLEY 1
duty system ensures firefighters are available at ATHERTON
stations spread across the city-region, 24/7 365 Command Un
days per year and can be quickly mobilised to an
emergency incident. Our day crewed stations have LEIGH
Technical Rescue Unit
crews on station during core hours and become Aerial Appliance
on-call outside core hours, with specialist officers 1
2
providing additional resource to support our
operational response, when needed.
Our response planning 41 Fire Stations
standard is 10 minutes
on 80% of occasions 27 Special Appliances
50 Fire Engines
Our average response
target to life risk incidents 1,387 Uniformed Staff
is 7 mins 30 seconds
271 Non-Unformed Staff
38ANNUAL DELIVERY PLAN 2022–23
D
1
RAMSBOTTOM D
1
HDIM Vehicle LITTLEBOROUGH
Wildfire Unit
2
BOLTON NORTH
BURY ROCHDALE
Wildfire Unit Command Unit
Environmental
Protection Unit
ROCHDALE
1 1
BOLTON
Aerial Appliance BURY
High Volume Pump 1
2
2 HEYWOOD
Water Incident Unit OLDHAM
FARNWORTH Hose Layer
Mass Decontamination Unit 1 CHADDERTON
Foam Unit 2 WHITEFIELD 1
11
OLDHAM
Aerial Appliance
1
BLACKLEY 1
HOLLINS D
1
nit AGECROFT 1 MOSSLEY
1 BROUGHTON Wildfire Unit
SALFORD PHILLIPS
PARK
ECCLES SALFORD
Water Incident Unit Scorpion* 11 1
1 1
2 MANCHESTER
CENTRAL 1
2 STALYBRIDGE
ASHTON Wildfire Unit
Aerial Appliance
22 Technical
1 GORTON Rescue Unit TAMESIDE
11
IRLAM STRETFORD MOSS SIDE
Wildfire Unit Aerial Appliance
1
D
1 High Volume Pump MANCHESTER HYDE
WHITEHILL Command Unit
Fire Investigation Unit
1 Aerial Appliance
1 WITHINGTON 11
SALE
Foam Unit
TRAFFORD 1 STOCKPORT
STOCKPORT
1 1 D
1
ALTRINCHAM WYTHENSHAWE OFFERTON MARPLE
Breathing Apparatus Unit
2
1
CHEADLE
Hose Layer
1 One pump wholetime station Reproduced from the Ordnance Survey mapping with the
permission of the Controller of her Majesty’s Stationery
2 Two pump wholetime station Office Crown Copyright.
D Day crewed station Unauthorised reproduction infringes crown copyright and
Special Appliance may lead to prosecution or civil proceedings. 100025293
License No.
* The Scorpion is the first pump
with specialist capability
39GREATER MANCHESTER FIRE AND RESCUE SERVICE
OUR GOVERNANCE
ARRANGEMENTS
Effective planning and governance Our PESTLE and SAoR documents capture
are essential as they support the this information and are used to inform the
delivery of our strategic priorities development of both the Fire Plan and Annual
Delivery Plans, which collectively set out the
and commitments, providing timely strategic direction of GMFRS and assist with the
decision-making and enabling development of our action plans.
progress to be closely monitored and
reported. Our corporate planning Alongside our governance arrangements,
strategic planning days take place with our
cycle is designed to support our
Service Leadership Team, where we review
commitment to continual improvement progress against our strategic priorities, analyse
through service excellence. results, review new inputs, update, or create new
strategies and feed any requirements into our
Each year we undertake environmental scanning annual budget process.
to consider the external influences and impacts
on our Service and what action we must take.
Planning Cycle
Produce Strategic
Assessment of Risk
Undertake
Assess and refine Organisational
SWOT
Execute and
Review Mission,
manage strategy
Vision & Values
and actions
Develop priorities,
strategies and
action plans
40ANNUAL DELIVERY PLAN 2022–23
Governance Structure
Deputy Mayor Fire
Executive Meeting
Police, Fire & Crime
Panel/Steering Group
Executive Board
Service Leadership
Improvement Board
Team Board
Directorate Board Meetings
Departmental Meetings
Risk and Assurance Performance
Corporate Risk Management is an integral part of We produce monthly and quarterly performance
our day-to-day operations and management of our reports to track and monitor progress and ensure
organisation. A robust risk management process we have a clear understanding of how we are
assists in safeguarding our assets and reputation performing against our agreed key performance
to deliver our strategic objectives and ambitions. indicators (KPIs). We use data from a variety of
sources, which is analysed and where appropriate
The Risk Management Framework sets out how supported by qualitative local intelligence
we expect risk to be managed. It explains how that is then used to identify and inform any
risk exists at all levels of GMFRS and sets out improvement opportunities.
the responsibilities of all employees regarding
capturing and managing risk and links into GMCA Our quarterly Measuring Progress report is
processes. monitored through our governance arrangements
where are our performance reporting cycle
We carry out assurance activities to ensure is divided into quarters. This provides us with
we are delivering high quality services whilst at least four opportunities during the year to
spending money as effectively as possible. Our scrutinise our progress in detail and implement
Annual Statement of Assurance summarises and track any actions, giving us confidence that
our assurance documents covering all aspects we are delivering results.
of delivery: response, prevention and protection,
business continuity, financial, governance,
performance management and external
assessment. The work undertaken by our internal
and external auditors provides assurance to the
Mayor, Deputy Mayor and GMCA.
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